Leadership Style and Situational Approach: DR Syed Shatir A. Syed-Hassan Ceng Micheme

Leadership Style and
Leadership and Professional Ethics

for Engineers
Situational Approach
Dr Syed Shatir A. Syed-Hassan
CEng MIChemE
What have we learned?
• Ways of Conceptualising Leaderships
• Definition of Leadership

for Engineers
• Trait versus Process Leadership
• Assigned versus Emergent Leadership
• 5 Bases of Power
• Leadership versus Management
Leadership Style
• The style approach emphasises the
behaviour of the leaders

for Engineers
• Focus exclusively on what leaders do and
how they act towards subordinates
• Two general kinds of behaviours:
 Task behaviours (directive behaviours)
 Relationship behaviours (supportive behaviours)
Directive Behaviours
• Directive behaviours help group members
accomplish goals:
 By giving directions, establishing goals &

for Engineers
methods of evaluation, setting time lines,
defining roles and showing how the goals are
to be achieved.
• Often one-way communication
• What is to be done, how it is to be done,
and by whom
Supportive Behaviours
• Supportive behaviours help group
members feel comfortable about
themselves, their co-workers and the

for Engineers
situation:
• Involve two-way communication
• For example: asking for input, praising,
sharing information and listening
4 Categories of Leadership
Style
• S1: High Directive – Low Supportive
(Directing/Telling):

for Engineers
• S2: High Directive – High Supportive
(Coaching/Selling)
• S3: High Supportive – Low directive
(Supporting/Facilitating/Participating)
• S4: Low Supportive – Low Directive
(Delegating/Observing)
Situational Leadership
• Modern situational leadership theory was
developed by Paul Hersey and Ken Blanchard
• Different situations require different style of

for Engineers
leadership
• Leaders must match their style to the
competence and commitment of their
subordinates (their development level).
• The subordinates development level can also
be classified into 4 categories
Situational Leadership
• D1: Low Competence – High Commitment

• D2: Some Competence – Low

for Engineers
Commitment
• D3: Moderate to High Competence – Low
Commitment
• D4: High Competence – High
Commitment
(High) THE FOUR LEADERSHIP STYLES
S High Supportive and High Directive and
U Low Directive High Supportive
P Behavior Behavior
P
O
R
T
I
V S3 S2
E
B
S4 S1

for Engineers
E
H
A
V
I
O Low Supportive and High Directive and
R Low Directive Low Supportive
Behavior Behavior
(Low) DIRECTIVE BEHAVIOR (High)
HIGH MODERATE LOW

D4 D3 D2 D1
DEVELOPED DEVELOPING
DEVELOPMENT LEVEL OF FOLLOWER(S)

Leadership and
Organisation:

for Engineers
Understanding Individual
Differences
Dr Syed Shatir A. Syed-Hassan
CEng MIChemE
ORGANISATION.....???

for Engineers
An organisation is a collection of
people who work together and
coordinate their actions to
achieve a wide variety of goals
Some Questions To Think
• Why some people in an organisation
embrace change and others are fearful of
it?

for Engineers
• Why some employees will be productive
only if they are closely supervised, while
others will be productive if they are not?
• Why some workers learn new tasks more
effectively than others?
Individual Difference
• Individual differences have a direct impact

on the feelings, thoughts, and behaviors of
each member of an organization

for Engineers
• People who perceive things differently behave
differently
• People with different attitudes respond differently to
directives
• People with different personalities interact differently
with bosses, co-workers, subordinates, and customers
Individual Difference
• Effective organisational leadership
practice requires that individual
behaviour differences be recognized,
and when feasible, taken into

for Engineers
consideration while carrying out the job
of managing the organisation.
• Two categories of individual difference:
Personality
Ability
The nature of personality
• Personality = The overall profile or combination

of characteristics that capture the unique nature
of a person as that person reacts and interacts

for Engineers
with others.
• Predictable relationships are expected between
people’s personalities and their behaviours.
• Examples of personality:
• Perfectionist, critical, impatient, demanding,
• Relaxed, easy-going,
• Fun, friendly
• Shy and quiet
The Big Five Personality
Dimensions
Extroversion Agreeableness

for Engineers
Conscientiousness
Neuroticism Openness to
(Emotional Experience
Stability)
Dimensions
Outgoing, talkative, sociable,
assertive.
Extroversion The opposite (introversion): quiet,

for Engineers
shy, cautious
High Conscientiousness: Careful,

Conscientiousness dependable, self-disciplined
Low Conscientiousness: Careless,
less thorough, more disorganised,
Openness to irresponsible
experience
Dimensions
High Agreeableness: Courteous,
good-natured, emphatic, caring
Agreeableness Low Agreeableness:
Uncooperative, short-tempered,

for Engineers
irritable
High Neuroticism: Anxious, hostile,

Neuroticism depressed
Low Neuroticism (high emotional
stability: poised, secure, calm
Dimensions
High: Flexible, creative,

curious

for Engineers
Openness to
experience Low: more resistant to
change, less open to new
ideas,
Personality Determinants

for Engineers
Nature Personality Nurture
Biological heritage Life experiences

The interaction of
personality and situational
factors

for Engineers
Feelings
Personality
Thoughts
Nature
Personality Situational
Nurture
Attitudes Factors
Behaviours
The nature of ability
• Ability = what a person is capable of

doing

for Engineers
• Two types of ability affect performance
 Cognitive ability/mental ability
 Physical ability
Ability Determinants

for Engineers
Cognitive
Nature & Physical Nurture
Abilities
Biological heritage Education, practice,
and experience
Class Discussion
Which matters most:

for Engineers
Personality or Ability?

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Leadership Style and

Leadership and Professional Ethics

Leadership and Professional Ethics

Leadership and Professional Ethics

Leadership and Professional Ethics

Leadership and Professional Ethics

Leadership and Professional Ethics

Leadership and Professional Ethics

• D1: Low Competence – High Commitment

Leadership and Professional Ethics

Leadership and Professional Ethics

(Low) DIRECTIVE BEHAVIOR (High)

HIGH MODERATE LOW

DEVELOPMENT LEVEL OF FOLLOWER(S)

Leadership and Professional Ethics

Leadership and Professional Ethics

Leadership and Professional Ethics

• Individual differences have a direct impact

Leadership and Professional Ethics

Leadership and Professional Ethics

• Personality = The overall profile or combination

Leadership and Professional Ethics

Leadership and Professional Ethics

Leadership and Professional Ethics

High Conscientiousness: Careful,

Leadership and Professional Ethics

High Neuroticism: Anxious, hostile,

High: Flexible, creative,

Leadership and Professional Ethics

Leadership and Professional Ethics

Biological heritage Life experiences

Leadership and Professional Ethics

• Ability = what a person is capable of

Leadership and Professional Ethics

Leadership and Professional Ethics

Which matters most:

Leadership and Professional Ethics

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